Lesson:-26
GROUP DECISION-MAKING
The most common form of group decision making takes place in interacting groups. In these
groups, members meet face-to-face and rely on both verbal and nonverbal interaction to
communicate with each other. But as our discussion of groupthink demonstrated, interacting
groups often censor themselves and pressure individual members toward conformity of opinion.
Brainstorming, the nominal group technique, and electronic meetings have been proposed as
ways to reduce many of the problems inherent in the traditional interacting group.
Brainstorming is meant to overcome pressures for conformity in the interacting group that retard
the development of creative alternatives.73 It doe~ this by utilizing an idea-generation process
that specifically encourages any and all alternatives, while withholding any criticism of those
alternatives.
GROUP DECISION-MAKING TECHNIQUES
The most common form of group decision making takes place in interacting groups.
In these groups, members meet face-to-face and rely on both verbal and nonverbal interaction to
communicate with each other.
But as our discussion groupthink demonstrated, interacting groups often censor themselves and
pressure individual members toward conformity of opinion.
Brainstorming, the nominal group technique, and electronic meetings have been proposed as
ways to reduce many of the problems inherent in the traditional interacting group.
Brainstorming is meant to overcome pressures for conformity in the interacting group that retard
the development of creative alternatives. It does this by utilizing an idea-generation process that
specifically encourages any and all alternatives, while withholding any criticism of those
alternatives.
In a typical brainstorming session, a half dozen to a dozen people sit around a table.
The group leader states the problem in a clear manner so that it is understood by all participants.
Members then "freewheel" as many alternatives as they can in a given length of time. No
criticism is allowed, and all the alternatives are recorded for later discussion and analysis. That
one idea stimulates others and that judgments of even the most bizarre suggestions are with held
until later encourage group members to "think the unusual. Brainstorming, however, is merely a
process for generating ideas.
The following two techniques go further by offering methods of actually arriving at a preferred
solution.
The nominal group technique restricts discussion or interpersonal Immunization during the
decision-making process, hence, the term nominal.
Group technique members are all physically present, as in a traditional committee meeting, but A
members operate independently. Specifically, a problem is presented and then m the following
steps take place….
1.. Members meet as a group but, before any discussion takes place, each member independently
writes down his or her ideas on the problem.
2. After this silent period, each member presents one idea to the group. Each member takes his or
her turn, presenting a single idea until all ideas have been presented and recorded. No discussion
takes place until all ideas have been recorded.
3. The group now discusses the ideas for clarity and evaluates them.
4. Each group member silently and independently rank-orders the ideas. The ideas with the
highest aggregate ranking determine the final decision.
The chief advantage of the nominal group technique is that it permits the group to meet formally
but does not restrict independent thinking, as does the interacting group.
The most recent approach to group decision making blends the nominal group technique with
sophisticated computer technology .
The future of group meetings undoubtedly will include extensive use of this technology .
Each of these four group decision techniques has its own set of strengths and weaknesses.
The choice of one technique over another will depend on what criteria you want to emphasize and
the cost-benefit trade-off.
For instance, the interacting group is good for building group cohesiveness, brainstorming keeps
social pressures to a minimum, the nominal group technique is an inexpensive means for
generating a large number of ideas, and electronic meetings process ideas fast.
In a typical brainstorming session, a half dozen to a dozen people sit around a table.
The group leader states the problem in a clear manner so that it is understood by all participants.
Members then "freewheel" as many alternatives as they can in a given length of time. No
criticism is allowed, and all the alternatives are recorded for later discussion and analysis. That
one idea stimulates others and that judgments of even the most bizarre suggestions are with- held
until later encourage group members to "think the unusual.1I Brainstorming, however, is merely a
process for generating ideas. The following two techniques go further by offering methods of
actually arriving at a preferred solution.74
The nominal group technique restricts discussion or interpersonal communication during the
decision-making process, hence, the term nominal.
Group members are all physically present, as in a traditional committee meeting, but members
operate independently. Specifically, a problem is presented and then the following steps take
place:
I. Members meet as a group but, before any discussion takes place, each member independently
writes down his or her ideas on the problem.
2. After this silent period, each member presents one idea to the group. Each member takes his or
her turn, presenting a single idea until all ideas have been presented and recorded. No discussion
takes place until all ideas have been recorded.
3. The group now discusses the ideas for clarity and evaluates them.
4. Each group member silently and independently rank-orders the ideas. The idea with the highest
aggregate ranking determines the final decision.
The chief advantage of the nominal group technique is that it permits the group to meet formally
but does not restrict independent thinking, as does the interacting group.
The most recent approach to group decision making blends the nominal group technique with
sophisticated computer technology.
It's called the computer assisted group or electronic meeting. Once the technology is in place, the
concept is simple. Up to SO people sit around a horseshoe-shaped table, empty except for a series
of computer terminals. Issues are presented to participants and they type their responses onto their
computer screen. Individual comments, as well as aggregate votes, are displayed on a projection
screen in the room.
The major advantages of electronic meetings are anonymity, honesty, and speed.
Participants can anonymously type any message they want and it flashes on the screen for all to
see at the push of a participant's keyboard.
It also allows people to be brutally honest without penalty. And it's fast because chitchat is
eliminated, discussions don't digress, and many participants can talk" at once without stepping on
one another's toes. The future of group meetings undoubtedly will include extensive use of this
technology.
Each of these four group decision techniques has its own set of strengths and weaknesses. The
choice of one technique over another will depend oh what criteria you want to emphasize and the
cost-benefit trade-off.
For instance, the interacting group is good for building group cohesiveness, brainstorming keeps
social pressures to a minimum, the nominal group technique is an inexpensive means for
generating a large number of ideas, and electronic meetings process ideas fast.
Norms control group member behavior by establishing standards of right and wrong. If managers
know the norms of a given group, it can help to explain the behaviors of its members. When
norms support high output, managers can expect individual performance to be markedly higher
than when group norms aim to restrict output. Similarly;
acceptable standards of absenteeism will be dictated by the group norms.
Status inequities create frustration and can adversely influence productivity and the willingness to
remain with an organization. Among those individuals who are equity sensitive, incongruence is
likely to lead to reduced motivation and an increased search for ways to bring about fairness (i.e.,
taking another job).
The impact of size on a group's performance depends upon the type of task in which the group is
engaged. Larger groups are more effective at fact-finding activities. Smaller groups are more
effective at action-taking tasks. Our knowledge of social loafing suggests that if management uses
larger groups, efforts should be made to provide measures of individual performance within the
group.
We found the group's demographic composition to be a key determinant of individual turnover.
Specifically, the evidence indicates that group members who share a common age or date of entry
into the work group are less prone to resign.
aA collection of two or more
individuals, interacting and
We also found that cohesiveness can play an important function in influencing a group's level of
interdependent,
whoonhave
come
productiv
ity. Whether or not it does depends
the group's
performance-related norms.
together to achieve a common
The primary contingency variable moderating the relationship between group processes and
performan
ce is the group's task.
objective/s.
The more complex and interdependent the tasks, the more that inefficient processes will lead to
reduced group performance.
Points to Remember:
GROUP
DEFINITION OF GROUP
aA collection of two or more
individuals, interacting and
interdependent, who have come
together to achieve a common
objective/s.
CHARACTERISTICS OF
GROUP
The important characteristics of groups
are as follows:
aSocial interaction
aStability
aCommon interests or goals
aRecognition as being a group
Types of Groups
formal or informal groups
a Formal groups are deliberately created by the
organization in order to help the organizational
members achieve some of the important the
organizational goals.
aThe informal groups, in contrast, develop rather
spontaneously
among
an
organization’s
members without any direction from the
organizational authorities.
Types of Informal Groups
aInterest groups
aFriendship groups
aReference groups
aPunctuated Equilibrium Model
Group Structure
aRole
aNorms
aStatus
aGroup cohesiveness
Teams
aA special type of group whose members
have complementary skills and are
committed to a common purpose or set of
goals for which they hold themselves
mutually accountable.
Groups and Teams
GROUPS
TEAMS
a INDIVIDUAL
PERFORMANCE
a INDIVIDUAL
ACCOUNTABILITY
a SHARE INFORMATION
a NEUTRAL/NEGATIVE
SYNERGY
a RANDOM SKILLS
a RESPONSIVE TO
DEMAND OF
MANAGEMENT
a COLLECTIVE
PERFORMANCE
a MUTUAL
ACCOUNTABILITY
a COLLECTIVE OUTCOME
a POSITIVE SYNERGY
a COMPLEMENTARY SKILL
a SELF-IMPOSED
DEMANDS